Generation Z, made up of young people born between 1996 and 2010, is shaping the labor market with values and expectations different from previous generations. While Baby Boomers saw leadership as a status symbol and Millennials as a stepping stone for opportunities, many from Generation Z view leadership positions with suspicion. This resistance raises crucial questions about the future of organizations.
According to a study by Robert Walters consultancy, 72% of Generation Z youth prefer to progress in roles as individual contributors rather than taking up middle management positions. The main reasons include the stress associated with leadership, the perception of lack of proportional reward, and the desire to maintain work-life balance.
Furthermore, many young people do not feel prepared to lead. A study published in the Management and Technology Encounter Magazine revealed that only 36% of surveyed Generation Z individuals feel ready to take on leadership roles, while 24% show uncertainty, reflecting both lack of experience and aversion to traditional leadership models.
The new generation values coexistence, exchange, and partnership in business. In the interviews I conducted (and there were many) with this audience, it became clear that they see management as a solitary job. The need to disagree with colleagues and subordinates, work beyond regular hours, participate in endless meetings, and be held accountable for the work and performance of others, all contribute to young people avoiding any possibility of taking on a leadership role.
Generation Z prioritizes autonomy, mental well-being, and equal opportunities. They seek collaborative work environments, with less hierarchical structures and flexibility. Familiarity with technology and the appreciation of social causes also influence their career choices.
How can companies respond to this trend?
Specific development programs have proven effective in retaining and internally moving these young people by offering focused training, mentoring, and practical opportunities. To attract and retain Generation Z talent, organizations need to rethink their leadership models. Some strategies include:
• Redefine the role of the manager: Transform the leadership role into a more strategic and engaging role, focused on talent development and promoting collaboration.
• Automate administrative tasks: Use technology to reduce the bureaucratic burden on managers, allowing them to focus on people.
• Provide continuous training and development: Implement mentoring programs and soft skills development to prepare young people for leadership roles.
• Change success indicators: Evaluate managers’ performance based on team engagement, ability to promote innovation, and impact on organizational culture.
• Reward management work fairly: Ensure that compensation and recognition are aligned with the responsibilities assumed.
• Frame management as a growth opportunity: Present leadership as a path for personal and professional development, not just as a position of authority.
The reluctance of Generation Z to take on leadership positions should not be seen as an obstacle, but as an opportunity for companies to reassess and adapt their management models. By understanding and embracing the unique characteristics of this generation, organizations can promote a culture of innovation, collaboration, and sustainable growth. Therefore, not only the future of leadership, but of the companies themselves, will depend on the ability to balance the expectations of young professionals with the strategic needs of the companies.
